Management presentation nandos
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This document outlines plans and issues for 9 different Nando's restaurants (labeled A-I). Key points include: - Restaurant B is performing well below expectations and needs immediate support from assistant managers and teams from other stores. - Restaurant F has issues with infighting among team members that is impacting turnover and absenteeism, as well as inappropriate behaviors. An open discussion is needed to address issues. - Restaurants D, E, and G have new managers who are not fully embracing Nando's culture or providing leadership. Meetings are planned to address these issues. - Restaurant H has a delayed opening that requires coordinating support from other teams and stores. - Broader business
Management presentation nandos
- 1. Welcome
- 2. Restaurant B Turnover £15k weekly – Trading 10 months • No Patrao • 1st Assistant deputising, but new to Nandos • Store performing well below expectation £15k –v- £35k weekly • Support 1st Assistant immediately • Support team with Patrao from store H immediately (short term) • Clarify certainty & timescales of Patrao from other region, discuss immediate part week support • Gain understanding behind financial expectations & budgets • Discuss lack of performance with RD
- 3. Restaurant F Turnover £25000 weekly – Trading 21 months – LFL +3% • Infighting within Team • Impacting Turnover • Impacting Absenteeism • Inappropriate Behaviours within the Store • Discuss whole situation with RD & HR • Meet Patrao & Assistants individually to understand issues • Open & Honest group discussion about issues • Discuss impact on Turnover & Absenteeism, not acceptable • Discuss disciplinary action over inappropriate behaviours • Set boundaries and explain consequences • Gain whole team buy-in • Team create plan to boost turnover & resolve absenteeism • Encourage Patrao to plan Team Build
- 4. Restaurant D Turnover £26k weekly – Trading 21 months – LFL +3% • New Patrao to Nandos • Not embracing Nandos culture & values towards its people • No commitment to performance reviews & team meetings • Assistants demotivated • Meet Patrao discuss Nandos culture/values & why they are not embracing them & their lack of commitment to reviews & team meetings • Gain commitment to these • Encourage the Patrao to gain feedback from team daily • Encourage Patrao to be as focused on their team’s development as they are on their business’ development • Encourage Patrao to spend time with Patrao A over understanding & living the Nandos values & philosophy • Encourage Patrao to organise team build & social • Agree Sit in on Assistants’ reviews • Arrange time with Patrao & their development plan • Liaise with HR over WIMT vacancies for Patrao
- 5. Restaurant E Turnover £7k • New Store • New Team • Low Turnover • Lacking experience on financial controls & operational procedures • Meet Patrao discuss store performance & support required • Gain commitment to set targets • Patrao from store A to support one day per week (controls, procedures & business development) • LSM’er to support team in maximising marketing/networking opportunities • Encourage Patrao to organise Team Build & Social • Invite Patrao to join PD with homework
- 6. Restaurant G Turnover £37k weekly – Trading 3.5 years – LFL –2% • LFL in decline 2% • Patrao new to Restaurant • New Management Team • Lack of Focus & Drive to confront difficult issues • Lack of Leadership • General laid back attitude • Frustration within Store & Central Support • Discuss background of Patrao with previous MD • Gain understanding to reason of move and what may be affecting their motivation • Meet with Patrao, discuss how they are feeling, their motivation, what they want from their role & the lack of leadership • Agree responsibilities as a Patrao, and gain accountability • Encourage Patrao to work with team on forming a plan to focus on developing business • Encourage them to bond more with their team and gain their support
- 7. Restaurant H New Opening • New Store Opening • New Patrao (internal) • Delayed opening, possibly in 5 weeks • Contact Openings Coordinator to discuss required action • Meet Patrao to discuss & agree action plan • Ensure Central Support aware of delay • Contact all Nandocas recruited and inform them of situation • Place new Nandocas in nearby stores for training • Organise another recruitment day once handover day is finalised • Allocate management resources to other stores until handover finalised • Patrao to support store B immediately
- 8. Restaurant A Turnover £40k weekly – Trading 18 months – LFL +4% • Strong Patrao • Lost interest in Store, Staff & Nandos • Lack of Motivation • Unsuccessful in MD Assessment, 2 months ago • Meet with Patrao to understand feelings, motivation, why they feel they were unsuccessful & what they want going forward • Encourage their interest & commitment to their store & team again • Encourage Patrao to organise social for team • Motivate further by using their experience to support key issues in stores D & E • Obtain copy of Candidate Report from MD Assessment • Share Report positively, ensuring their development plan covers key areas of development & support ongoing
- 9. Restaurant C Turnover £33k weekly – Trading 5 years – LFL –3% • LFL in decline 3% • Restaurant looking tired • No sparkle since opening • Team reluctant to move from store • Meet Patrao (discuss lack of growth, store sparkle options, lack of flexibility of team to move) • Discuss possibility of supporting other stores’ issues in the future • Understand lack of growth better (competition, cannibalism, store condition, lack of focus) • Discuss Store Sparkle with RD & PM
- 10. Restaurant I • Patrao promoted to regional MD • Patrao new to store • Complete store handover to new Patrao • Encourage Patrao to create plan to take store forward • Support on going basis • Team to invite new Patrao out for drinks
- 11. Business Development Plan This is an outline plan to which the team shall start to develop further into their region’s development plan
- 12. Vision To have amazing people ensuring all our customers always have a fantastic Nandos experience and that all our businesses are performing to their real potential
- 13. Objectives ¤ Live the Nandos values with everyone, every situation, every moment ¤ Consistently deliver the Nandos experience to every customer ¤ Recruit amazing people to meet all our business needs ¤ Aim to exceed agreed sales targets by maximising all business opportunities ¤ Deliver agreed profit targets responsibly ¤ Develop all our amazing people to realise their true potential ¤ To ensure we are in the Top 3 performers with respect to Mystery Shoppers, Ops Check, Capcon, & Staff Survey ¤ Maximise all Marketing & Networking opportunities, locally & regionally ¤ Communicate Effectively ¤ Fun, Laughter & Celebration
- 14. People Staff ¤ Recruit amazing people ¤ Offer fantastic training ¤ Live the Values ¤ Big Happy Family ¤ Appraise all Nandocas regularly ¤ Review all managers regularly ¤ Develop our people to their true potential ¤ Ensure all managers have suitable development plans, are committed to them & have the necessary support ¤ Random Acts of Kindness ¤ Reward & Celebrate Success ¤ Fun, Laughter & Celebration Customers ¤ Fantastic Nandos experience from the warm friendly welcome through to happy sincere goodbye & thank you ¤ Wow the customer, encourage going beyond the expected ¤ Listen to their feedback ¤ Performing Arts ¤ Engage the customer & make them feel your care ¤ Constant desire to increase average Mystery Shopper ¤ Red Shirt Hosts ¤ Secondary Orders as standard
- 15. Financial ¤ Maximise sales in each restaurant ¤ Ensuring we all convert by 2% ¤ KPI's monitored closely by each store ¤ Targets & Performance communicated openly ¤ Full management understanding of P & L's ¤ Replicate "Cock of the North" weekly report ¤ Forecasting & Planning ¤ Planned Maintenance / Refurbishment ¤ Potential new sites
- 16. Marketing & Networking ¤ Each Store to focus on driving sales through networking ¤ Partnerships with local businesses ¤ Encourage each store to map out plan and have ownership of it ¤ Network with local initiatives ¤ Increased awareness ¤ Encourage customers to spread the word ¤ LSM'er - Business Development & Networking Workshop @ next area meeting ¤ Tasters @ quieter stores ¤ Bag Drops to neighbouring business & residential ¤ Radio Station drops
- 17. Opportunities ¤ Increased Spend per head ¤ Secondary Orders ¤ Upselling ¤ Take away / Phone Order awareness to Sit In customers & nearby businesses ¤ Partnership & Barter Communication ¤ Regular area & team meetings ¤ Regular appraisals & reviews ¤ Open & Honest Communication ¤ Encourage Feedback ¤ Straight Talking & Generous Listening ¤ Celebrate Success ¤ Call other stores to see how they are ¤ Socials Socials Socials…hic!
- 18. Working Relationships ¤ Support & Care for each other ¤ Open & Honest ¤ Ask for support from the person with the best expertise ¤ Ownership & Accountability ¤ Invite Central Support to Team Events, Area Meeting & New Store Openings ¤ Support Central Support ¤ Living the Nandos Values consistently Support Required ¤ Support from all Central Support, make them feel part of our region ¤ Support from RD, build good working relationship ¤ Support from whole team